> However, in retrospect it would seem like bad business to throw resources after dead-end product lines, even if they’re valuable, because each dollar not advancing their automobile R&D was a dollar wasted on legacy stuff.
If each dollar you throw at dead-end product lines returns $1.20, that gives you more to spend on R&D for the new hotness. Shutting down the old business doesn't maximize spending on new R&D.
Now it's different when there's a conflict over resources. . However, in retrospect it would seem like bad business to throw resources after dead-end product lines, even if they’re valuable, because each dollar not advancing their automobile R&D was a dollar wasted on legacy stuff. If we need kstrauser to keep the old business running and we also need kstrauser to have effective R&D for the new business, hard choices are ahead. For carriage makers, manufacturing facilities would be the big resource issue; maybe you need to stop production of carriages to start working on horseless carriages because they're built in the same facility and can't share and a second location would be too costly.
I don't think the facility argument applies to Oracle. And probably not the key person argument either; line of business apps and AI are pretty different and I wouldn't expect a top person in one to be a top person in the other (although they might be).